In this chapter you have learned the following:
The first stage of a work team is the forming stage. In this stage two things are important: team composition and team-building. With regard to team composition, you have learned that heterogeneous (diverse) work teams have the potential to outperform homogeneous work teams. With regard to team-building, you have learned that team-building is a process, not an event.  Interpersonal relationship are important and clear goals, formal roles, and work structures could help, but depends on type of team.

After the forming stage, a work team might encounter conflict. In this so-called storming stage  three types of intrateam conflict may occur: task conflict, relationship conflict and process conflict. Relationship conflict and process conflict. Team conflict can have positive effects on team performance under specific circumstances. It can be stimulated by team diversity.  Intragroup conflict is  related to formal and informal group roles. Transformational leadership might facilitate conflict management: by setting superordinate team goals and high expectations in a respectful and open working environment.

The norming stage is all about getting to know the norms that have developed or are developing in your team. It is not about setting norms. Norms can be implicit or explicit and can be about behaviour that is accepted or not.  Norms are very hard to change because they are easily transmitted, consensual and are often deeply internalized. However, discussing norms might be a good starting point to change them.

In the performing stage, leaders guide, facilate and motivate. There is a difference between intrinsic and extrinsic motivation. Constructive feedback – about both positive and negative behaviour – helps team members to be good in their job.